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Employee Development and Career Management

This document discusses employee development and career management. It defines employee development as activities that focus on increasing employee capabilities for continued growth. Methods of development include on-the-job methods like job rotation, mentorship, and special projects, as well as off-the-job methods like formal education and outdoor training. Successful development requires top management support, proper development interrelationships with other HR functions, and organizational development to facilitate system-wide change.

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Veah Frances Jamolin
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35 views

Employee Development and Career Management

This document discusses employee development and career management. It defines employee development as activities that focus on increasing employee capabilities for continued growth. Methods of development include on-the-job methods like job rotation, mentorship, and special projects, as well as off-the-job methods like formal education and outdoor training. Successful development requires top management support, proper development interrelationships with other HR functions, and organizational development to facilitate system-wide change.

Uploaded by

Veah Frances Jamolin
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Chapter 6

Employee Development and


Career Management
Employee Development
Employee Development
• Referred to as human
resource development.

• Defined as an activity that


focuses on increasing the
capabilities of employees for
continuing growth and
advancement in the
organization.
Methods of Employee
Development
1. On-the-job
Methods
2. Off-the-job
Methods
On-the-Job Methods

1. Job Rotation
• Refers to the process of moving
an employee from one position to
another on a systematic basis to
broaden his knowledge and
experience. The job assignments
may be in the various units of a
single department or of different
departments.
Advantages Disadvantages
1. Links between units or 1.The complete range of skills
needed to do a certain job may not
departments are be practiced due to limited time
fostered. spent on any one job.
2. Employees develop 2.Every time the employee is
transferred, his inexperience in
flexibility because of the new job may result to errors
exposure to other jobs. and/or poor performance.
3.It discourages the employee from
3. A deeper and more taking a long-term view of his job.
general view of the He may become more concerned
organization is with short-term problems.
encouraged.
On-the-Job Methods

2. Assistant-to Position
• Some positions directly
assisting managers may be
created to develop promising
managers. Those who will
occupy the positions will be
given the opportunity to
develop themselves while
working with outstanding
managers.
On-the-Job Methods

3. Mentoring
• This is the method where a
senior employee sponsors and
supports a less-experienced
employee. Under the
arrangement, the mentor and
the protégé relationship is
established.
On-the-Job Methods

4. Special Projects
• A manager may be asked to
undertake special projects so
he may further develop his
managerial skills.
On-the-Job Methods

5. Committee Assignments
• Members of committees are
drawn from various units of
the organization and no matter
how dissimilar their abilities
are, they are expected to work
as a team.
Off-the-Job Methods

1. Formal Education
• This method uses formal education
programs to develop employees.
They may be either offsite or
onsite, and consist of the following:
1. Those especially designed for
the organization’s employees;
2. Short courses offered by
consultants and universities;
and
3. M.B.A. and other programs
offered by universities.
Off-the-Job Methods

2. Outdoor Training
• Trainees are subjected to a
challenging physical and
emotional exercise outdoors.
The survival skills of the
trainees are exposed up to a
week’s stay outdoors. In the
process, hey learn how to
improvise, depend on one
another, and work as a team.
Requisites for
Successful
Employee
Development
Top Management
Support
Top Management Support
• Lack of top management support will be interpreted by every
employee as non-essential activity, and this frame of thought
will seep in from the top to the lower levels of management.
This will surely affect the morale of those assigned to
implement it. Therefore, nobody will take employee
development seriously.
• Top management support does not end with delegating;
however, sufficient financial and material resources must be
provided as well.
Development
Interrelationships
Development Interrelationships

• Although development efforts can help much in improving


employee performance, it can only be so if selection,
placement, compensation, and appraisal are properly
implemented. It is worth remembering that these activities
are interrelated.
The Interrelationships
Improper Appraisal results to between Development
and other Activities
or

Improper Placement results to


Development
or efforts rendered
useless
Improper Compensation results to

or

Improper results to
Selection
Organizational Development
Organizational Development
• (OD) Defined as that part of Human Resource Management
that deals with facilitating systemwide change in the
organization. It is often construes, however, as managing
changes in the organizational cultures.
The Process of
Intervention Organizational Change

Current reinforcement
Organization

Improved
Organization
Organizational development may be
described specifically as follows:

1. It is a long-range effort. It
takes from two to five
years to complete OD
process of diagnosis,
planning, implementation,
stabilization, and
evaluation.
Organizational development may be
described specifically as follows:

2. The purposes of OD are:


a. to improve the way
problems are solved in
the organization; and
b. To make organization
self-renewing.
Organizational development may be
described specifically as follows:

3. It is a collaborative
management of
organizational structure
encompassing strategy,
structure, systems, style,
skills, etc.
Organizational development may be
described specifically as follows:

4. It is especially concerned
with work groups and how
to improve their
effectiveness and
efficiency.
Organizational development may be
described specifically as follows:

5. It makes use of applied


behavioral science and
action research. OD relies
heavily on theory and the
results of research.
- Veah Frances L. Jamolin

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